IT Sligo Strategic Plan 2017 2022 - Your education & innovation partner for life
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IT Sligo Strategic Plan 2017 › 2022 Your education & innovation partner for life
IT Sligo
Strategic Plan 2017 › 2022 3
Contents
Mission Statement 4
President’s Note 6
Chairman's Message 8
Our Culture and Aims 12
IT Sligo 2017 › 2022 14
Our Objectives 16
1. Our Students 18
2. Learning and Teaching 20
3. Research Development
and Innovation 22
4. Partnership and
External Engagement 24
5. Shaping and Influencing Economic,
Social and Cultural Development 26
6. Organisation and Governance 28
Appendix 30
4 IT Sligo
Strategic Plan 2017 › 2022
Mission
Statement
Advancing economic, social and
environmental sustainability
through education, innovation,
and engagement, producing
graduates who are innovative,
confident and capable of
leading the development of
the region and beyond.
IT Sligo Strategic Plan 2017 › 2022 5
6 IT Sligo
Strategic Plan 2017 › 2022
President’s
Note
Growth is the key deliverable for IT Sligo as we
develop the Institute over the next five years,
towards 2022.
A key target for the Institute is to almost double our enrolments from the current
level of 6,000 to a figure of 10,000. It is a bold target but, together, we can achieve
this important milestone.
In building scale, IT Sligo will move confidently towards achieving Technological
University (TU) status. TU status will give our region and our communities exciting
new opportunities and a platform on which the next generation can build a brighter
future.
We are constantly striving to support and improve access to higher education and
deliver excellence within it. In achieving the goals contained in this five-year strategic
plan, we will bring IT Sligo to the next level, securing sustainable growth and a
vibrant future for all stakeholders including students, staff and the communities in
which we live in and serve.
Brendan McCormack, PhD
President, IT Sligo
IT Sligo Strategic Plan 2017 › 2022 7
8 IT Sligo
Strategic Plan 2017 › 2022
Chairman’s
Message
IT Sligo has a strong track-record of engaging
with students, schools, further education
colleges, state agencies and employers across
the region.
The Institute delivers to many national policies and strategies; on the creation of the
future landscape of Irish higher education, increasing access to education, growing
international education, and meeting objectives for innovation and entrepreneurship,
job creation and regional development. The Institute has a national reputation for
upskilling the work force through its online/blended learning programmes.
The vision of the Governing Body is to be a life-long education and innovation partner
for learners. To achieve this vision, and to support the long-term economic viability of
the region, the Governing Body has determined that the Institute should work with
other higher education institutions to achieve re-designation as a TU for the north-
west of Ireland.
This strategic plan sets out ambitious objectives and performance targets. In
achieving these, IT Sligo will become even more effective in serving the educational,
economic, and cultural needs of the region. Over the life of this strategic plan, the
Institute will significantly increase the number of student enrolments and annual
graduates, providing the necessary talent to support regional economic growth.
The Governing Body looks forward to working in partnership with students, staff,
management and external stakeholders in the implementation of this strategic plan.
Niall O’Donnellan
Chairman, Governing Body, IT Sligo
IT Sligo Strategic Plan 2017 › 2022 9
10 IT Sligo
Strategic Plan 2017 › 2022
We will provide a transformed
technology-enhanced, learning
environment for our students.IT Sligo Strategic Plan 2017 › 2022 11
12 IT Sligo
Strategic Plan 2017 › 2022
Our Culture and Aims.
At IT Sligo we:
Educate Champion
students to respect, equality,
reach their full inclusion and
potential diversity
Believe Value
that publicly students,
funded higher staff, business,
education should community and
be accessible the environment
to allIT Sligo
Strategic Plan 2017 › 2022 13
Lead Promote
by being ethical and
ambitious, responsible
innovative and behaviour
accountable
Respond Collaborate
proactively for the
to economic enhancement
and societal of our economy,
challenges society and
environment14 IT Sligo
Strategic Plan 2017 › 2022
IT Sligo Student
2017 › 2022 Numbers
2017 › 6,000
2022 › 10,000
Full time to Online
Student Ratio
2017 › 62:38
2022 › 42:58
Online Enabled
& Trained Staff
2017 › 70%
2022 › 90%
Research
Enrolments
2017 › 73
2022 › 200IT Sligo
Strategic Plan 2017 › 2022 15
Graduates TU Status
(Per Annum) 2017 › Stage 2 in Progress
2022 › Full re-designation
2017 › 1,546 as a TU
2022 › 3,000
Work Placements Student Retention
2017 › On Some Level 8 2017 › 77%
Programmes 2022 › 82%
2022 › On All New Level 8
Programmes
Management Gender Equality & Diversity
Balance 2017 › Adopting Athena Swan
Charter
2017 › 27% Female
73% Male 2022 › Athena Swan
Bronze Award
2022 › Minimum of 40% of
both genders
Support for Start- Alumni Network
Up Companies 2017 › 320 on database
2017 › 40 2022 › 10,000 on database
2022 › 12516 IT Sligo
Strategic Plan 2017 › 2022IT Sligo
Strategic Plan 2017 › 2022 17
Our
Objectives
For:
1.
Our Students:
Develop the ability to navigate their
futures in a complex world
Learning & Teaching:
2.
Support the continuous professional
development of all staff. Maintain and
strengthen leadership in technology-
enhanced learning
Research Development &
3.
Innovation:
Enable more students and staff to
conduct research. Gain international
recognition in key research areas
Partnership &
4. External Engagement:
Build stronger partnerships with second
level schools/ETBs, employers and
community
Shaping & Influencing
5.
Economic, Social &
Cultural Development:
Raise the education-qualification profile
of the regional population. Support
social entrepreneurship, business
start-ups and development in the region
6.
Organisation
& Governance:
Continue to provide robust governance,
accountability and appropriate processes18 IT Sligo
Strategic Plan 2017 › 2022
Our Students
1. Students will come to IT Sligo for a quality
learning environment and because they are
supported to be successful in their learning.
The increase in the number of on-campus and
off-campus students will offer a socially and
culturally diverse place of learning.IT Sligo
Strategic Plan 2017 › 2022 19
Objectives
Develop their ability to navigate their futures in a
complex world
Students will develop the ability to navigate their futures in a complex world through
appropriate work placements and international experience, and with learning
and delivery models and effective career guidance that develop self-efficacy. The
learning outcomes will ensure that graduates have transferable competencies such as
creativity, teamwork, adaptability, communication, problem-solving, critical analysis,
entrepreneurship and relevant work place learning.
Foster inclusion and participation for all students
We will provide the best-rounded experience for students. Supports will be enhanced
and the on-campus and north-west experience will be promoted through music, sport
and other social activities.
Support students to achieve their full potential
Foster a culture of being successful together by developing student self-efficacy and
by recognising achievement as a key objective. Completion rates of programmes will
be improved through more enhanced academic support for students. Institute policies,
procedures and news updates will be communicated to students in accessible formats.
Be part of a larger, more diverse student population
(target 10,000)
The Institute will develop systems to better understand the range of student profiles,
given their differing social and cultural backgrounds. The origins and personal challenges
of students will be analysed and marketing initiatives will be targeted to show them how
IT Sligo can meet their individual needs. Equality will be promoted among students. Our
international policy will support on-campus cultural diversity and provide opportunities
for overseas student experience. Employment, career and lifelong learning pathways will
be clearly communicated.
““ Students will develop the ability to
navigate their futures in a complex world
through appropriate work placements and
international experience.”20 IT Sligo
Strategic Plan 2017 › 2022
Learning &
2. Teaching
Maintaining a well-qualified and professional
body of academic and non-academic staff
is essential. We will support continuous
professional development of staff to
ensure the quality of our teaching and
learning across multiple delivery modes.
Our programmes will be fully accredited,
relevant to the requirements of employers
and will be regularly reviewed and updated.
Infrastructure will be maintained at the
highest level to provide the standard of
education expected of the modern learner.IT Sligo
Strategic Plan 2017 › 2022 21
Objectives
Support the continuous professional development
of all staff
Training and development will focus on the effective delivery of programmes to
all categories of students. This will be achieved through the work of the Centre for
Enhancement for Learning and Teaching. The staff development targets of the current
Learning, Teaching and Assessment Strategy (2015-2018) will be completed.
Maintain & strengthen leadership in
technology-enhanced learning
The Institute has an ambitious target to grow online students from 2,000 (in 2017) to over
5,500 by 2022. A step-change in the current systems and processes for recruitment and
education of students online is required to achieve this target. Staff will be well prepared
in online pedagogy and best practice will be applied in the design, delivery, assessment
and resourcing across all in-class and online programmes.
Continue to develop a strategic approach to
academic planning
The Institute is committed to deliver programmes from craft apprenticeship to doctorate,
using the most appropriate mode of delivery. Inherent in the design of all programmes
will be core (common) learning elements in programmes across all disciplines, that are
essential learning for any graduate. There will be an emphasis on preparing students for
employment.
Create an innovative and inspiring teaching
and learning environment
The Institute will be continuously developed to provide state-of-the-art classrooms,
laboratories and workshops. Care will be taken to provide ‘creative spaces’ and ‘chat-
spaces' that facilitate greater inter-disciplinary projects/team work for staff and students.
Achieve awarding body status by maintaining
Delegated Authority
We will continue to ensure all programmes are nationally recognised on the National
Framework of Qualifications (NFQ). We will increase the level of professional and
statutory accreditation to ensure programmes are relevant, current and will ensure
‘enhanced and desired progression’. A focus to be maintained on achieving Awarding
Body status from Quality and Qualifications Ireland (QQI).
““ Be successful together by building a culture
of student self-efficacy and achievement.”22 IT Sligo
Strategic Plan 2017 › 2022
Research,
3. Development
& Innovation
The Institute has made significant strides in
developing a strong research base. There is
a growing body of staff actively engaging
in research across many fields. To meet
the ambitious objective of becoming a
technological university, we must continue
to support such activities. We must
increase our research and development
support for industry and become even
more actively engaged with employers and
sectoral bodies. Fostering innovation and
entrepreneurship in students is vital for the
next generation of new businesses.IT Sligo
Strategic Plan 2017 › 2022 23
Objectives
Enable more students and staff to conduct research
The Institute will increase the level of RDI infrastructural supports for students and
staff. New supports will lead to an increase in the number of staff and students actively
engaged in research across all levels leading to an increase the number and impact of
RDI outputs.
Gain international recognition in key research areas
The Institute has three active Strategic Research Centres (SRCs), in Environmental
Science, in Precision Engineering Manufacturing & Materials and in Social Professions.
In addition, there are five recognised Research Groups. The Institute will support its
research centres and groups to build a strong international reputation, as evidenced by
publications and international collaborations, in key research areas.
Apply creative talent to develop innovative design
solutions and increase contract and applied RDI
In becoming a technological university, the Institute will grow and increase the level of
RDI supports it provides to industry. These supports typically include problem solving,
training and education and the encouragement of more staff to engage in research and
company projects.
Promote Institute RDI to stakeholders and market
Institute achievements
It is important that the public, the academic community, state agencies and employers
are made aware of the RDI activities of the Institute. Employment in research and
development will be promoted as a career path for graduates with a view to creating job
opportunities and encouraging new RDI to business start-ups in the region.
““ Regional SMEs will be proactively
supported by providing a one-stop-shop/
development centre for productivity and
innovation.”24 IT Sligo
Strategic Plan 2017 › 2022
Partnership
4. & External
Engagement
The main stakeholders for external
engagement are second level/further
education colleges, educators, employers,
community and alumni. Each of these
is important to the Institute – both in
acting as a source of new students and
as advisors in the development of the
academic portfolio and the curriculum.
Over the coming years, the Institute will
build on its existing relationships with
these stakeholders to be widely recognised
as an active and engaged entity in the
region, supporting sustained education,
employment and communities.IT Sligo
Strategic Plan 2017 › 2022 25
Objectives
Build strong partnerships with Schools/Education
Training Boards
Simply put, the Institute will provide better ‘joined-up education’ and Second chance
education opportunities from Levels 5 to 10 and enhance career guidance teachers'
understanding of the programmes on offer at Levels 6 to 8.
Build stronger partnerships with Employers
Our Institute will work with employers to identify their needs, developing and flexibly
delivering executive/bespoke education across all levels to respond to the needs of
key regional employers. The Institute will work closely with the creative and cultural
community to support this as a viable sector. Regional SMEs will be proactively
supported by providing a one-stop-shop/development centre for regional business
productivity and innovation.
Build stronger partnerships with Community
Engagement with the wider community is important in maintaining the relevance of the
Institute as the main provider of higher education in the region. The Institute will support
the development of non-profit, local government and other communities through
education, innovation and engagement activities.
Build stronger partnerships with Alumni
We have 20,000 alumni working across the globe. This is a huge, and mostly untapped
resource. Alumni are typically very willing to support the work of the Institute when
asked, be it for guest lectures, student placements or advice on new directions. The
Institute will develop alumni networks and leverage these for the benefit of existing
students and the region.
““ Simply put, our Institute will provide better
‘joined-up education’ and second chance
education opportunities.”26 IT Sligo
Strategic Plan 2017 › 2022
Shaping &
5. Influencing
Economic,
Social & Cultural
Development
To positively influence the economic
and social growth of the northern
and western regions, the Institute
will become more active in national
debates and policy development.
Achieving the Institute’s ambition to
become a TU is dependent on active
collaboration with other higher
education institutions.IT Sligo
Strategic Plan 2017 › 2022 27
Objectives
Contribute to national & regional stakeholder policies
Management and staff of the Institute will become more actively involved in the
development of regional and national policies and plans, beyond the immediate
educational remit. The Institute will be recognised and will be heard as an active
participant in such developments. The Institute will become a place where meetings
on issues of national and international interest and concern are held and issues openly
discussed and debated.
Support and promote social entrepreneurship, business
start-ups and development in the region
In addition to receiving a discipline specific qualification, it is important that graduates
have experience of entrepreneurship. If we are looking to these graduates to be the next
generation of new business creators in the region, they need to be well prepared. The
Institute will create a culture of entrepreneurship among students. Staff will work with
students to engage with employers and the community on voluntary and professional
projects.
Enable greater engagement between agencies and
public sector bodies
Ireland is recognised as a having a good support structure for new business start-ups
and for growing existing businesses, including foreign direct investment companies.
The Institute has existing working relationships with employer organisations and state
agencies in the spheres of education and economic development. These relationships
will be further developed so that employers and state agencies are aware of the services
provided by the Institute, and that the Institute is the acknowledged ‘go-to’ place for
these services in the region.
““ The Institute will become a place where
the community meets to debate issues of
national and international interest.”28 IT Sligo
Strategic Plan 2017 › 2022
Organisation
6. & Governance
It is important that the Institute
maintains good standing with the Higher
Education Authority and the Department
of Education and Skills, particularly as it
has an ambitious plan for both growth in
student enrolments and in becoming a
technological university. The Institute will
continue to provide the resources that
meet the needs of staff and students. A
fundamental requirement in doing this is
to ensure that students, staff members,
and external stakeholders are aware of
these ambitions and are kept informed
of developments.IT Sligo
Strategic Plan 2017 › 2022 29
Objectives
Deliver the actions of the plan
The Institute will need to plan for the provision of the staff, facilities and structures to
scale up to a student population of 10,000 in 5 years. Similarly, resources will need to be
provided to meet and build on TU criteria. This will require a new organisational structure
and a financial plan to provide the necessary resources in a timely manner.
Develop a green campus providing an innovative and
inspiring teaching and learning environment
The IT Sligo campus is recognised nationally as an exemplary facility. Over the coming
years, the Institute will develop the campus as a greener facility. The concept of ‘green’
will be included in the core curriculum.
Promote equality, diversity and inclusion and provide for
staff well-being and work-life balance
As part of the professional development programme for academic and non-academic staff,
topics will be included on equality and diversity and quality of life at work. The Institute will
apply for Athena Swan Bronze status, in developing a culture of equality and diversity.
Continue to provide robust governance, accountability
and appropriate processes
The Institute will continue to be a publically funded organisation, focused on facilitating
access to higher education. We will also remain compliant with all governance
responsibilities and will remain financially balanced.
Improve evidence-based information systems to inform
decision-making
We will develop our internal learning and will encourage staff to voice new ideas. The
Institute will facilitate a culture of managing risks, pilot testing and ‘fail-fast often’. The
analysis and reporting of data will become more common practice in decision making,
informing and underpining resource allocation.
Improve communication processes within the institute
The Institute will develop an internal communication mechanism to ensure appropriate
information and consultation between management, staff and students, and will
ensure that committees and fora are managed effectively. The Strategic Plan will be
disseminated in public areas across the Institute.
““ Analysis and reporting of data
will become more common practice
in decision making.”30 IT Sligo
Strategic Plan 2017 › 2022
AppendixIT Sligo Strategic Plan 2017 › 2022 31
32 IT Sligo
Strategic Plan 2017 › 2022
Strategic Plan Actions
1.0 Objectives for Students
Students will come to IT Sligo for the quality of the learning environment
and because they are supported to be successful in their learning. The
increase in the number of on-campus and off-campus students will offer a
socially and culturally diverse and interesting place of learning.
1.1 Develop the ability to navigate their futures in a complex world
Students will develop the ability to navigate their futures in a complex world through appropriate teaching and learning delivery modes
with work placements and international experiences, underpinned by effective career guidance to develop self-efficacy. Learning
outcomes will ensure that graduates have transferable competences such as creativity, teamwork, adaptability, communication, problem-
solving, critical analysis, entrepreneurship, learning skills and that the topics taught will be relevant to the work place.
# Action Performance Indicators Date Lead person/s
1 Work placement (WP) to be incorporated into every Strategy developed with standard systems and Q2 2018 Heads of School/
programme supports for WP operation and implementation Registrar
reporting
All new ab initio Level 8 programmes will include WP As validated Heads of School /
Registrar
WP introduced into 10 existing programmes Next Programme Boards/
Programmatic Registrar
Reviews
2 Embed transferrable competences (creativity, team work, Programmatic Review (PR) processes incorporating As per Programme Boards
adaptability, communication, problem-solving, critical transferrable skills, work placement and international Programmatic
analysis, entrepreneurship) into all programmes, embed opportunities into programmes into the curriculum Reviews
international opportunities in each programme and developed
ensure that appropriate staff training & resources are Register of programmes with transferrable skills, Q3 2019 Programme Boards
provided to enable this work placement and international opportunities
included developed and maintained
Plan for internationalisation of the curriculum
developed
3 Incorporate common topics on programmes, including Programme specific strategy to embed these topics As per Programme Boards/
(a) Industry and professional practice into each programme in place Programmatic CELT
(b) Communication Reviews
(c) ‘Learning to Learn’/professional development
(d) Literacy skills, with appropriate supports and 100% of programmes include training on these topics By next Programme Boards/
attendance monitored by next PR or sooner Programmatic CELT
Review
Academic Learning support programme designed Q3 2019 CELT
and rolled out
4 Online/blended delivery to be incorporated into full time One online/blended module on every programme Next Programmatic Heads of School
programme delivery to help prepare students for lifelong Review
learning Deliver full time programmes online, wholly or in part Q3 2018 Heads of School
(1 /year)IT Sligo
Strategic Plan 2017 › 2022 33
1.2 Foster inclusion and participation for all students
IT Sligo will provide the highest quality, rounded experience for students. Student supports will be enhanced on-campus and the” north-
west experience” will be promoted through music, sport, social activities and events.
# Action Performance Indicators Date Lead person/s
1 Use available data to identify student engagement and Student engagement and attendance system (e.g. Q3 2018 Registrar
attendance to help identify students who need early SEAts: piloted [https://www.seatssoftware.com/]
interventions and supports Re-designed year 1 to facilitate transition to 3rd level Q3 2019 Academic Council
2 Survey all (Full-time and online) students to identify Survey completed, analysed and actions identified Q2 2018 Registrar
shortcomings in student supports and/or awareness of Strategies to foster a sense of inclusion and Q1 2019 Registrar
existing supports belonging to IT Sligo for Full-time and online learners
developed
3 Implement national access admissions programme HEAR implemented Q3 2018 Registrar
(HEAR) for students of low socio-economic backgrounds Number of students who are first time to higher Q3 2018
education in their families
4 Identify learners who require additional support earlier Pilot diagnostic test for first years implemented Q3 2018 egistrar
in their academic life and ensure adequate supports are Strategy developed to identify and support online Q2 2018 CELT
provided students with learning difficulties
2% increase in students gaining entry via Recognised Q3 2018 Registrar
Prior Learning annually
5 Embed Universal Design for Learning (UDL) across UDL to be evident in programme documentation Next Programmatic Heads of School/ CELT
programmes, with appropriate training and supports Review
6 Ensure student voice is captured and that student National Student Engagement Programme Q3 2018 Registrar
participation is maximised in the classroom (virtual or implemented. Review participation of online Q3 2018 Registrar
physical) student in Students Union, election of online class
representatives, on programme boards etc.
7 Provide and promote on-campus student entertainment 5 events per semester Q1 2018 & annually Events Coordinator/
and social and cultural events ITSSU
1.3 Support students to achieve their full potential
Fostering a culture of being successful together by developing student self-efficacy and by recognising achievement is a key objective.
Completion rates will be improved through additional academic support for students. Institute policies, procedures and news updates
will be communicated to students in accessible formats.
# Action Performance Indicators Date Lead person/s
1 Implement the student retention plan Retention plan implementation schedule agreed Q1 2018 Registrar
Minimum overall retention target of 82% (from a 2017-2022 Registrar
base of 77%)
Effectiveness of student mentoring evaluated Q4 2018 Registrar
2 Provide volunteering module as an elective for all Number of student taking the volunteering module Annual Heads of School/Heads
students of Department
3 Develop clubs & societies in conjunction with Students Funding and support structures provided by the Q4 2017 Registrar
Union for the benefit of the entire student body Clubs & Societies committee reviewed
4 Ensure that a student centered approach to Learning Existing LTA Strategy 2015-18 to be fully implemented Q4 2017 Registrar / Heads of
Teaching & Assessments (LTA) is implemented School
5 Incorporate guest lectures, delivered by graduates Number of guest lectures and site visits Q2 2020 Programme Boards
and professional practitioners, and site visits into the
curriculum to ensure students have a good understanding
of their career opportunities
6 Develop and support entrepreneurship among the 1 new student/group start-up per year Q2 2019 and Innovation Manager
student population e.g. ACE and REAP programmes annually
7 Ensure all students (across all years) are aware of all Student awareness plan designed and implemented Q3 2018 Registrar
relevant Institute policies and procedures34 IT Sligo
Strategic Plan 2017 › 2022
1.4 Be part of a larger, more diverse student population (target 10,000)
The Institute will develop systems to gain increased understanding of the range of student profiles, given differing socio-economic
and cultural backgrounds. The provenance of students will be analysed. Marketing campaigns will show potential students how IT Sligo
can meet their individual needs. Equality and diversity will be supported. International policy will support on-campus cultural diversity
and will provide opportunities for overseas student experience. Employment, career and lifelong learning pathways will be clearly
communicated to students and graduates. In becoming a Technological University, students will be part of a larger and more diverse
organisation and will have access to a wide range of resources.
# Action Performance Indicators Date Lead person/s
1 Undertake a comprehensive marketing analysis to Comprehensive marketing review completed Q4 2017 Registrar
understand potential applicants (full time & online), Full-time enrolments increased by 7% annually Q2 2018 Registrar / Heads of
to guide how we develop relevant programmes and to School
inform how we market these programmes
Online enrolments increased by 20% annually Q2 2018 Registrar /Heads of
School
2 Ensure the training needs of Small and Medium-sized Enrolments on 2 new bespoke SPA, minor and major Q4, annually Registrar / Heads of
Enterprises (SME) in the region (and beyond) are being programmes developed for industry annually School
met by engaging with industry and identifying training Enrolments on 1 ‘new apprenticeship’ programmes Q4, annually Registrar / Heads of
needs that can be met by new or existing programmes annually School
and Special Purpose Awards (SPA)
Enrolments categorised by Multinational Q4, annually Registrar / Heads of
Corporations, SME sectors etc. School
3 Promote equality and diversity in the student population Student equality and diversity policy agreed Q3 2018 Head of Strategy &
Planning
Student training plan on Equality and Diversity Q4 2018 & annually CELT
developed / implemented
Principles of equality and diversity are embedded Q3 2019 Programme Boards
into programmes as evidenced by module content on
Module Manager
4 Develop an international policy which addresses the Approved international policy Q1 2018 Registrar
ambition to attract overseas students and to develop List of international cultural events Q1 2019 & annually International Office
international staff and student collaborations. The policy
will include an integration strategy to support a culturally International enrolments at 14% of all Full-time Q2 2020 Registrar
diverse on-campus learning environment enrolments
Number of international staff (20 pa) and student Q1 2019 & annually International Office and
(500 pa) collaborations/exchanges Research Office
International / intercultural integration strategy Q1 2019 & annually International Office and
developed Research Office
Examples for collaborative projects across the Q1 2019 & annually
Connacht-Ulster Alliance to attract international
students to the region
5 Strengthen career advice and educational progression Number of student career advice events Q2 2018 Careers Office
opportunities to students Growth in students progressing onto higher level Q2 2019 Careers Office
programmes by 10% annually from 2017/18 base
Student and graduate survey of the effectiveness of Q2 2019 Careers Office
career advice rolled out
Survey graduates to develop an understanding of Q2 2019 Careers Office
longer-term career pathsIT Sligo
Strategic Plan 2017 › 2022 35
2.0 Objectives for Learning and Teaching
Maintaining a well-qualified and professional body of academic and
non-academic staff is essential, as IT Sligo grows its student enrolments.
We will support continuous professional development of staff in order
to ensure the quality of our teaching and learning across multiple
delivery modes. Our programmes will be fully accredited, relevant to the
requirements of employers and will be regularly reviewed. Infrastructure
will be maintained to provide the standards expected of the modern
learner.
2.1 Support the continuous professional development of all staff
Training and development will be provided for all staff focusing in particular on the effective delivery of programmes to all categories of
students. This will be achieved through the work of the Centre for Enhancement for Learning and Teaching (CELT). Staff development
targets of the current Learning, Teaching and Assessment Strategy (2015-2018) will be completed.
# Action Performance Indicators Date Lead person/s
1 Carry out an annual training needs analysis and Annual Report by Department/ Function – Needs/ Annually HR/CELT/Health &
implement training programmes Audit. Safety and Senior
Managers
Annual training programme (and content) for staff From Q3 2018 HR/CELT
training on IT Sligo staff portal/web site
2 Make PMDS or equivalent process more effective for staff 25% of staff in each function to have participated in Annually Heads of Function
PMDS in year 1, up to 100% in 4 years
3 Every member of staff to engage in Continuous 1 CPD event per year per staff member Q3 2018 Executive Committee
Professional Development (CPD) annually
4 Review best practice in how to facilitate staff to refresh 1 staff member/school engaging in refresher training Q2 2018 & Q2 2022 Executive Committee
their awareness of current industrial practices 1 staff member/department engaging in refresher
training
5 Review staff induction/mentoring programme 100% of new staff receiving timely induction Q4 2017 CELT/HR
6 Facilitate external bodies to provide professional CPD 2 events/year Q1 2019 Head of Research,
training to members on campus Innovation &
Engagement36 IT Sligo
Strategic Plan 2017 › 2022
2.2 Maintain & strengthen leadership in technology enhanced learning
The Institute has an ambitious target to grow online students from 2,000 (in 2017) to over 5,000 by 2022. A step-change in the current
systems and processes for recruitment and education of students online is required to achieve this target. The Institute will build a
systemic delivery platform, to increase enrolments in key markets, such as emerging sectors, second chance, new apprenticeships and
full-time online programmes. Staff will be well prepared in online pedagogy and best practice will be applied in the design, delivery,
assessment and resourcing across all in-class and online programmes.
# Action Performance Indicators Date Lead person/s
1 Regular review of Virtual Learning Environment (VLE) 4 annual reviews of institute’s VLE benchmarked Q3 2019 Centre for Online
against other VLEs Learning & IT Services
Staff surveyed to establish VLE usage/issues/wish-list Q3 2019 Centre For Online
Learning
3rd party, VLE plug-ins reviewed against benchmark Q3 2019 Centre for Online
Learning & IT Services
Plan to upgrade facilities developed and agreed Q3 2019 Centre for Online
Learning & IT Services
2 Carry out the ACODE Benchmarking for Technology Benchmarking report - Biannual Q4 2017 Centre for Online
Enhanced Learning (TEL) Learning
[http://www.acode.edu.au/pluginfile.php/579/mod_
resource/ content/4/TEL_Benchmarks.pdf]
3 Develop new online/blended part-time and 20% growth of online students annually Q3 2018 Heads of School
apprenticeship programmes in niche and emerging areas
4 Academic staff to be skilled on online delivery and 90% of academic staff Q3 2020 Centre for Online
assessment methodologies Learning/CELT
5 Review best practice for Design/Delivery/Assessment Host at least one Symposium annually for staff Q3 2019 Centre for Online
strategy for online students New guidelines Learning & CELT
2.3 Continue to develop a strategic approach to academic planning
The Institute is committed to delivering programmes from craft apprenticeship to doctorate, using the most appropriate mode of
delivery. Inherent in the design of all programmes will be core (common) learning elements that are essential for all graduates. There will
be a particular emphasis on preparing students for employment through work placements and work-based-learning.
# Action Performance Indicators Date Lead person/s
1 Develop an Academic Planning Strategy – medium – long Academic Planning Strategy developed and agreed Q3 2018 Registrar and Academic
term Council
2.4 Create an innovative and inspiring teaching and learning environment
The Institute will continuously develop its infrastructure to provide state-of-the-art classrooms, laboratories and workshops. Care will
be taken to provide ‘creative-spaces’ and ‘chat-spaces' that facilitate greater inter- disciplinary projects and team work for staff and
students.
# Action Performance Indicators Date Lead person/s
1 Develop efficient high quality multifunctional spaces Number of formal and informal meeting and student Q4 2017 Estates & Schools
project spaces
Space utilisation data Q3 2018
2 Provide student and staff entrepreneurship paces 2 student/staff start-ups per year Q2 2018 Innovation Centre &
Estates
3 Introduce more multi-disciplinary/vertical projects (inter- One programme per school per year Q3 2019 Schools/Programme
school, across programmes) BoardsIT Sligo
Strategic Plan 2017 › 2022 37
2.5 Achieve awarding body status by maintaining delegated authority
The Institute will continue to ensure that all programmes are nationally recognized on the National Framework of Qualification (NFQ)
The Institute will increase the level of professional and statutory accreditation to ensure that programmes are relevant, current and will
ensure ‘enhanced and desired progression’. IT Sligo will maintain our objective of achieving Awarding Body status from Quality and
Qualifications Ireland (QQI).
# Action Performance Indicators Date Lead person/s
1 Complete Institutional Review process Successful outcome of the Institutional Review Q3 2018 Schools/Registrar
process
2 Fully implement the programme approval/validation 100% compliance Q3 2018 Schools
process
3 Increase number of programmes with full professional 10% Increase in number of programmes Q3 2018 Schools
and statutory accreditation
4 Increase number of programmes with elements of 10% Increase in number of programmes Q3 2018 Schools
professional and statutory accreditation38 IT Sligo
Strategic Plan 2017 › 2022
3.0 Objectives for Research, Development and
Innovation
The Institute has made significant strides in developing a strong research
base. There is a growing body of staff actively engaging in research across
many fields. To meet the ambitious objective of becoming a Technological
University, we must continue to support such activities. We must increase
our research and development support for industry and become even
more actively engaged with employers and employment sectors.
Fostering innovation and entrepreneurship in students is vital for the next
generation of new businesses.
3.1 Enable more students and staff to conduct research
The Institute will increase the level of Research, Development and Innovation (RDI) infrastructural supports for students and staff. New
supports will lead to an increase in the number of staff and students actively engaged in research across all levels and an increase in the
number and impact of RDI outputs.
# Action Performance Indicators Date Lead person/s
1 Deliver training course for postgraduate supervisors Number of research training courses provided Q3 2018 & Research Office/CELT
Number of staff actively supervising L9 and L10 research Ongoing Research Office
students
Number of staff with PhD or equivalent (to achieve a Ongoing HR
minimum of 45% of staff delivering programmes leading
to an award at Level 8-10)
2 Develop infrastructure and capital resources to support Research space (m2) matched to postgraduate enrolments Q1 2018 Executive Committee
target postgraduate numbers Level 9 and 10 research enrolments (to be a minimum of Q4 2017 & Registrar
4% of level 8-10 enrolments) annually
Research funding income increase by 10% annually Q1 2019 Research & Innovation
(R&I) Committee
Biweekly research seminars Q3 2018 R&I committee
Minimum of one annual research conference Q2 2019 R&I committee
Examples for collaborative research projects across the Q2 2019 R&I Committee
Connacht-Ulster Alliance that strengthen the research
activity in the region.
3 Ensure dedicated space to support Strategic Research Quantify capital investment in research space and Q1 2018 & Estates
Centres (SRC) and Recognised Research Groups (RRG) equipment ongoing
4 Develop a time allocation procedure and a budget to Procedure agreed and budgeted, with reference to: Q2 2018 Executive Committee
allow staff members to prepare and submit publications, >> total quantifiable hours allocated to research
supervise postdoctoral researchers, and to submit grant
applications >> number of external funding proposals submitted and
number successful
>> publications recorded by google scholar index
>> Sabbatical leave policy
5 Allocate a conference budget to specific publication Conference budget managed by Heads of School linked Q2 2018 Executive Committee
outputs to publication output (criteria-based).
6 Develop structured Research Masters and PhD Number and % postgraduate students registered Q4 2018 & Registrar
programmes Number of Post-Doctoral Researchers working on ongoing
structured research programmes
7 Propose a competitive fee waivers to stimulate research in Process to grant fee waivers developed and agreed Q2 2018 & Research Office
new areas ongoing
8 Review Capacity Building Fund budget in parallel with Capacity building budget Q2 2018 & Research Office
expansion of postgraduate numbers ongoingIT Sligo
Strategic Plan 2017 › 2022 39
3.2 Gain international recognition in key research areas
The Institute has three active Strategic Research Centres (SRCs), in Environmental Science, in Precision Engineering Manufacturing &
Materials and in Social Professions. In addition, there are five Recognized Research Groups. The Institute will support its research centres
and groups to build a strong international reputation for the Institute, as evidenced by publications and international collaborations, in
key research areas.
# Action Performance Indicators Date Lead person/s
1 Consider the establishment of additional Strategic Criteria for Recognised Research Groups to become Q2 2018 and 2019 Research Office
Research Centres that meet published criteria and that Strategic Research Centres
deliver the TU metrics
2 Review existing Strategic Research Centres and Annual performance report on SRCs and RRGs Q4 2017 & annually Research Office
Recognised Research Groups performance against agreed criteria, including:
>> Collaborative funded projects with international
partners
>> Publications in international conferences
proceedings
>> Publications in international journals
3 Build national and international active research alliances List of active research alliances Q1 2018 Research Office
in key areas
3.3 Apply creative talent to develop innovative design solutions and increase contract
and applied Research Development and Innovation (RDI)
In becoming a Technological University, the Institute will continue to increase the level of RDI supports it provides to industry. These
supports typically include, problem solving, training and education and the encouragement of more staff to engage in commercial
research and company projects.
# Action Performance Indicators Date Lead person/s
1 Increase number of innovation vouchers, Enterprise Number of EI vouchers and partnerships increased Q3 2018 & annually Innovation Office &
Ireland (EI) partnerships and Commercialisation Fund by 20% annually Research Office
grants New partners participating in enterprise
development programmes
Knowledge transfer index (Spinouts+ patents+ Q3 2018 & annually
licences+ companies supported +Memorandum of
Understandings)
2 Support new business start-ups from across the region >> Occupancy of Innovation Centre(IC) and Building Q4 2017 Innovation Centre
Block (BB) Manager
>> Support for start-up companies Q4 2017 Innovation Centre
Manager
>> Number of alumni companies still trading after 5 Q4 2017 Innovation Centre
years Manager
3 Develop mechanisms to apply the creative talent of staff Number of collaborative projects with industry being Q2 2018 and Innovation Office &
and students to develop innovative solutions for industry carried out by staff or students annually Research Office
Contract Research Unit (CRU) type model operating
across a wide range of discipline areas40 IT Sligo
Strategic Plan 2017 › 2022
3.4 Promote Institute Research, Development and Innovation (RDI) to stakeholders and
market Institute achievements
It is important that the public, the academic community, state agencies and employers are made aware of the RDI activities of the
Institute. Employment in research and development will be promoted as a career path for graduates with a view to creating job
opportunities and to encouraging new RDI to business start-ups in the region.
# Action Performance Indicators Date Lead person/s
1 Embed ‘Current Issues’ and ‘Case Studies’ topics in Number of students progressing to research Q4 2018 & annually Programme Boards
programmes to promote RDI programmes in IT Sligo and elsewhere.
2 Undergraduate event to promote IT Sligo research i.e. Number of RDI promotional events targeted at Q2 2018 & annually Academic Council &
research showcase/ postgraduate seminars; postgraduate undergraduates annually. Research Office
conferences
3 Resource the promotion of industrial and external RDI Contract Research Unit (CRU) performance Q1 2018 & annually Innovation Office &
engagement to external stakeholders Number of collaborations with industries and Research Office
organisations
3 promotional events annually
Coverage of RDI in national and international media
One external stakeholder event on campus each year
4 Form an industry liaison group Minutes of industry group and Regional Skills Forum Q2 2018 & annually Innovation Office and
List of equipment and skills to be visible on employer Heads of School
services siteIT Sligo
Strategic Plan 2017 › 2022 41
4.0 Objectives for Partnership and External
Engagement
The main stakeholders for external engagement are 2nd level educators,
employers, community and alumni. Each of these is important to the
Institute – both in acting as a source of new students and as advisors in
the development of the academic portfolio and the curriculum. Over the
coming years, the Institute will build on its existing relationships with
these stakeholders to be widely recognised as an active and engaged
entity in the region, supporting sustained education, employment and
communities.
4.1 Build stronger partnerships with 2nd level Schools/Education Training Boards (ETB)
and other Higher Education Institutions (HEI)
The Institute will provide better ‘joined-up education’ and 2nd chance education opportunities from Levels 5 to 10 and will enhance
career guidance teacher’s understanding of programmes on offer at Levels 6 to 8.
# Action Performance Indicators Date Lead person/s
1 Hold annual meetings between IT Sligo and 2nd level Joint recruitment plan developed and agreed Q2 each year Registrar
schools, regional ETBs, and schools in Northern Ireland in
order to develop joint recruitment plans
2 Develop MOUs with 2nd level/ETBs with a focus on 2 MOUs per year Q4 2018 & annually Registrar
pathways into IT Sligo and to providing greater access to Number of academic staff visiting schools Q2 2018 & annually
our facilities to 2nd level educators
Number of events for 2nd level schools and ETBs in Q4 2018 & annually
IT Sligo
1 new 2nd level provider using IT Sligo teaching Q2 2018 & annually
facilities
3 Develop and deliver summer bridging programmes and 100 students (2018) Q2 2018 Registrar
short summer courses 500 students (2022)
4 Provide effective marketing to career guidance teachers/ 5 events per year Q2 each year Marketing Office
technical teachers/science teachers/business teachers
etc. in relation to IT Sligo’s portfolio
5 Strengthen the support/advisory service for applicants 3% increase in the number of mature and 2nd chance Q4 2018 Marketing Office and
who are exploring a ‘2nd chance’ opportunity to obtain enrolments annually Admissions office
an higher education award
6 Increase the number of cross-border partnerships with 1 new partnership annually Q2 2019 Head of Research,
other HEIs, FE colleges, industry and communities Innovation &
Engagement
7 Develop collaborative projects with our TU partners 2 new projects per year Q2 each year Registrar
8 Collaborate with the West-North-West Cluster and other Achievement of annual targets for any cluster Q2 each year Registrar
such clusters in building towards becoming a TU projects that contribute to the TU objectives42 IT Sligo
Strategic Plan 2017 › 2022
4.2 Build stronger partnerships with employers
The Institute will work with key regional employers to identify their needs. It will respond by developing and flexibly delivering executive/
bespoke education across all levels. The Institute will work closely with the creative and cultural communities to support this as a viable
sector. Regional SMEs will be proactively supported by providing a one-stop-shop development center for regional business productivity
and innovation.
# Action Performance Indicators Date Lead person/s
1 Establish an External Engagement Centre for employers Establishment of the centre Q4 2018 Executive
and communities (see 4.3/2)
2 Procure and implement a central Customer Relationship 4 functions using the CRM Q2 2018 Head of Innovation and
Management (CRM) database that captures company All functions using the CRM Q2 2022 IT Services Manager
linkages through online programmes, work-placements,
graduate employment and other forms of engagement 5,000 on alumni data base Q1 2018
such as guest lectures and collaborative projects
3 Form an industry liaison group Meet annually Q2 each year Heads of School/
Research, Innovation &
Engagement Function
4 Careers Office to meet with employer HR teams to build Meet annually Q2 each year Careers Office/
awareness of graduate suitability for employment in Research, Innovation &
specific employment sectors Engagement Function
5 Establish and grow industry sponsorship of awards and 5 new events / sponsorship per year Q2 each year Head of Innovation/
events Heads of School/ Heads
of Department
4.3 Build stronger partnerships with communities
Engagement with the wider community is important in maintaining the relevance of the Institute as the main provider of higher
education in the region. The Institute will support the development of non-profit, local government and other communities through
education, innovation & engagement activities.
# Action Performance Indicators Date Lead person/s
1 Encourage and acknowledge staff contributing to Process developed to encourage staff to engage Q2 2019 HR
engagement in the community. externally
Annual event to acknowledge staff’s external Q2 annually
engagement
2 Establish an External Engagement Centre as a single An External Engagement Centre established Q2 2018 Research Innovation &
point of contact for industry and communities (see 4.2/1) Engagement Function
– develop policies, procedures, events etc. to External Engagement Centre in operation Q2 2019
>> be the preferred go-to 3rd level partner
>> reduce barriers to access
>> public talks and events to bring people in
>> disseminate knowledge and expertise
3 Student volunteerism to be recognised and rewarded Process for official recognition of volunteerism for all Q3 2019 Registrar
students to be developed & implemented
4 Communicate and promote IT Sligo activities Publish statistics in annual report Ongoing Communications
Media reports of activities Manager
5 Engage with regional creative and cultural communities 2 projects to support creativity and culture in the Q4 2018 & annually Research Innovation &
region annually Engagement/ School of
Engineering & DesignIT Sligo
Strategic Plan 2017 › 2022 43
4.4 Build stronger partnerships with alumni
The Institute has over 20,000 alumni working across the globe. This is a huge and largely untapped resource. The Institute will develop
alumni networks and will leverage these for the benefit of existing students and the region.
# Action Performance Indicators Date Lead person/s
1 Build an alumni network and provide a support service to Alumni database (from 1970) Q4 2017 & annually Registrar / Heads of
alumni to allow them to link with each other and to stay in School
touch with developments within IT Sligo Graduate profiles to be showcased as alumni annually Communication Office/
ambassadors on public media (online & printed) Marketing Office
Number of graduates engaging with students to Q4 2017 & annually Heads of School/
identify career paths, graduate employment, and Careers Office
act as guest lecture, provide real life case studies,
research collaboration opportunities
2 Promote KonnectAgain™ as alumni social media platform 10,000 alumni on KonnectAgain™ Q2 2019 Head of Innovation and
IT Services Manager
3 Produce an alumni newsletter/ezine 1 per semester Q1 2018 Communications
Manager
4 Set up Alumni Committee and develop an operating plan, Meet once per semester Start Q4 2017 Head of Research
e.g. engaging with alumni through KonnectAgain™ Innovation &
Engagement44 IT Sligo
Strategic Plan 2017 › 2022
5.0 Objectives for shaping and influencing
economic, social and cultural development
To positively influence the economic and social growth of the northern
and western regions, the Institute will become more active in national
debates and policy development. Achieving the Institute’s ambition to
become a TU is dependent on active collaboration with other higher
education institutions.
5.1 Contribute to national & regional stakeholder policies in order to develop the
economic and social growth of the Northern and Western Regions and to positively
influence the Institute’s Technological University (TU) objective
Management and staff of the Institute will become more actively involved in the development of regional and national policies and plans,
beyond the immediate educational remit. The Institute will be recognised as an active participant in such developments. The Institute will
become a place where meetings on issues of national and international interest and concern are held and issues openly discussed and
debated.
# Action Performance Indicators Date Lead person/s
1 Engage in regional and national discussions and Attainment of the TU criteria Q3 2021 President
collaborations to strengthen the likelihood of the Institute Stage 3 approval to progress to apply for TU status Q2 2018 President
attaining TU status
Stage 4 submission for TU re-designation Q4 2021 President
TU Act Q4 2018 THEA
2 Identify and engage with the key influencing bodies Database of regional and national influencing bodies Q1 2018 Research Innovation &
and stakeholders that affect economic and social and their board members developed and maintained Engagement/ Academic
development Council
Database of participation rates in regional Q2 3018 & annually Head of Strategy and
development groups such as IBEC, County Economic Planning
Fora, Northern & Western Regional Assembly
(NWRA), Western Development Commission (WDC)
3 Establish baseline of current staff on influencing bodies Database of staff that participate on influencing Q4 2018 Head of Research
and set a target to increase this bodies developed and maintained Innovation &
Plan to increase the level of engagement developed Q4 2018 Engagement/ Academic
Council
4 Develop key central messages on economic and social Agreed 3 -4 messages Q1 2019 Head of Research,
development of the region. Disseminate these widely so Disseminate the messages to all staff Q1 2019 Innovation &
that all staff will articulate these consistent messages at Engagement/ Academic
any appropriate fora Council
5 Create a presence across the region - roadshows / pop up Activity in one new location per year Q2 2019 Innovation Manager and
shops, company engagement and support offices where Marketing Office
appropriate
6 Respond to consultation calls for the development of Database of consultation documents responded to Q3 Annually Executive Committee
regional and national policies and strategies related to and sessions attended
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